2012 Business Plan

September 2011

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Agenda

• Department Overview• Vision, Mission, Core Values• 2011 Accomplishments• 2011 Performance Summary• Engage Gwinnett Responses• RAND Study• 2030 Unified Plan Implications• 2012 Core Services• 2012 Budget Strategies

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Agenda

• 2012 Budget• 2012 Decision Packages• 2012 Summary

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Department Overview

• Provides law enforcement, E-911 and emergency management services to 805,321 county residents

• Organized into five Divisions:– Administrative Services– Criminal Investigations– Personnel Services– Support Operations– Uniform

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Department Overview

• CALEA accredited since 1993• Georgia certified law enforcement agency since

1997• 758 authorized sworn officers• 307 authorized civilian support personnel• Gwinnett’s 911 Public Safety Answering Point

(PSAP)

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Vision, Mission, Core Values

Vision Statement

• The vision of the Gwinnett County Police Department is to be regarded by the community we serve and our law enforcement peers as the leader of innovative policing and professional excellence

• 72% of citizens agreed that we are meeting our Vision based on our 2011 Balanced Scorecard Citizen Survey

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Vision, Mission, Core Values

Mission Statement

• The Gwinnett County Police Department is committed to serving the community through the delivery of professional law enforcement services in an unbiased and compassionate manner in order to protect the lives and property of the citizens and improve the quality of life in our community.

• 83% of citizens agreed that we are meeting our Mission based on our 2011 Balanced Scorecard Citizen Survey

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Vision, Mission, Core Values

Core Values

•Integrity •Courtesy •Pride •Professional Growth

79% of citizens agreed that we are meeting our three external Core Values based on our 2011 Balanced Scorecard Citizen Survey

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2011 Accomplishments

• 54 new recruits graduated from the Police Academy

• Promoted 58 employees• Volunteer program implemented• Received “Flagship Agency” Status

and “Meritorious Award” from CALEA• Obtained new EOD & SWAT Trucks• EOD reaccredited by FBI

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2011 Accomplishments

Aug. 3rd Year-To-Date Crimes 2011 vs. 2010:

• Murder – even• Robbery – down 24.04%• Assault – down 15.86%• Rape – down 26.73%• Burglary (Res) – down 15.62%• Burglary (Bus) – down 0.43%• Entering Auto – down 22.49%• Vehicle Theft – down 25.08%• Theft (All) – down 3.72%

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2011 Performance Summary

Police Calls Dispatched / Handled

2009 869,4122010 865,6212011 YTD (June) 442,045

Criminal Cases Assigned

2009 5,6052010 5,4002011 YTD (June) 2,516

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2011 Performance SummaryTotal response time (call receipt to on scene)

2009 2010 2011 YTD (June)

Emergency 7:15 6:58 5:24Non-Emergency 16:40 14:48 9:06

Criminal Arrests 20,758 20,156 9,869

Citations 124,384 104,146 54,157

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2011 Performance Summary Low UCR Crime Rates (crimes per 100,000 inhabitants)

Gwinnett PD 2008 2009 2010 2011 YTD(June)Violent Crime Rate 309 279 221 85 Property Crime Rate 2,991 2,711 2,547 1,070

Gwinnett Cities (avg)Violent Crime Rate 406 316 349* Unavailable Property Crime Rate 3,691 3,737 3,788* Unavailable

DeKalb PD (est.)Violent Crime Rate 704 557 548 UnavailableProperty Crime Rate 6,053 5,734 4,702 Unavailable

Atlanta PDViolent Crime Rate 1,389 1,150 1,367 504Property Crime Rate 7,312 6,212 7,324 3,436

*Does not include the City of Norcross for 2010

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Crime Trends: 2009 - 2010

• Violent Crime Rate– 5.5% drop in USA– 5.0% drop in Georgia– 20.8% drop in Gwinnett

• Property Crime Rate– 2.8% drop in USA– 0.2% drop in Georgia– 6.4% drop in Gwinnett

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2011 Performance SummaryResults of 2011 BSC Citizen’s Survey

•96% felt safe in their neighborhood during the day•91% felt safe in their neighborhood at night

•86% felt safe in Gwinnett County during the day•61% felt safe in Gwinnett County at night

•80% agreed that GCPD is helping make Gwinnett County a safer place•75% agreed that GCPD is effective in helping the community solve problems

•79% rated GCPD’s performance as excellent, very good or good•77% rated GCPD’s officers’ competence as excellent, very good or good

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Sworn Manpower:Authorized vs. Actual

0100200300400500600700800

2005 2006 2007 2008 2009 2010 2011 2012

Actual Manpower Authorized Manpower

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Engage Gwinnett

Recommendations – Responses• Add technology surcharge to criminal fines to

support technological improvements: We are working to draft enabling state legislation allowing a technology fee to be attached to citationsEfforts to accomplish this in the 2011 Legislative Session were unsuccessful. Will continue in 2012.

• Expedite a paperless system for courts, tickets, licenses and permits, police reports: E-Citations project is underway, and GEARS (Georgia Electronic Accident Report System) has been implemented in 2010. Citizens’ Online Police Reporting System implemented.

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Engage Gwinnett

Recommendations – Responses• Explore outsourcing operations for the animal

control facility:To date, in-depth research into this recommendation has not been conducted.

• Use SPLOST funds to purchase police vehicles:$3,125,000 of SPLOST funds were used to purchase 120 police vehicles in 2011.

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Engage Gwinnett

Recommendations – Responses• Campaign to achieve 1 million volunteer hours

per year to execute and deliver governmental services that are currently delivered by paid staff by the year 2015.GCPD has implemented a robust volunteer program, which to-date has registered 152 volunteers. In July, 36 volunteers were assigned to 11 different units and worked 1,180 hours valued at $25,204. July YTD volunteers worked 3,285 hours valued at $70,178. (avg. hourly value – $21.36)

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RAND Corporation

• A nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world.

• In 2010, the RAND Center on Quality Policing published a study on what the cost of crime revealed about investing in the police. Study Title – “Hidden in Plain Sight”. www.rand.org.

• Findings: “Increases in the size of the police force are associated with statistically significant reductions in violent and property crime.”

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Cost of Crime RAND Center on Quality Policing

0100200300400500600700

2005

2006

2007

2008

2009

2010

2010 - $416,868,1622009 - $573,135,2332008 - $582,658,3262007 - $665,435,6702006 - $599,126,8222005 - $543,213,924

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Part I Crimes - Trend AnalysisGCPD Crime Analysis Unit

• Trend line analysis is used by law enforcement and policy makers to project future numbers of crimes and other various rates.

• Using trend analysis, the number of each Part I Crime for Gwinnett County was forecasted for 2011 and 2012.

• RAND Study• Estimated Cost of Crime 2011 - $487,046,730• Estimated Cost of Crime 2012 - $464,778,354

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Cops vs. Crime Costs

0100200300400500600700800

2005 2006 2007 2008 2009 2010 2011est

2012est

Cost of Crime (in Millions $) Cops (Actual)

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Gwinnett County 2030 Unified Plan

• Overall plan is to make Gwinnett a “Preferred Place”

• Unless the citizens believe that they reside / work in a safe community, all other efforts (roads, infrastructure, development, parks, greenways, etc) will not have the desired effect of making Gwinnett a “preferred place”.

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Gwinnett County 2030 Unified Plan

• Referring back to the RAND Study, crime costs are resources that could otherwise be spent, by the government, businesses and citizens, on more productive and economically viable activities.

• “Increases in the size of the police force are associated with statistically significant reductions in violent and property crime.”

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Gwinnett County 2030 Unified Plan

• Lower / middle income = increase in police services• Recommended 1.3 officers per 1,000 people

• 0.94 ratio = 758 officers (current authorized)• 1.0 ratio = 805 officers for 805,321 citizens• 1.1 ratio = 886 officers• 1.2 ratio = 966 officers• 1.3 ratio = 1,047 officers

Comparisons ActualGwinnett County PD 0.87DeKalb County PD 1.40National Gwinnett Peer Average 2.16Gwinnett Municipal PD’s Average 2.35

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2012 Core Services

• 911 Response

• Maintenance of Public Order

• Investigation of Crimes

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2012 Budget Strategies

• Reduce general operating expenses by cost-sharing certain expenses to a renewable source outside general tax dollars, such as LEA – SOA. We are increasing the use of these funds to offset General Fund expense dollars by 41% over 2011.

• No new personnel requests.

• No increase in the size of vehicle fleet. Deferred scheduled replacement of 58 vehicles.

• 2011 “Budget-Balancing Initiatives” will remain in place.

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Funding Sources

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2012 General Fund$90,581,745

73%

13%14%

Personal Services - $66,246,399

General Operating Expenses - $11,396,011

Contributions - $12,939,335

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Decision PackagesService Reductions

GENERAL FUND

• Maintain 25 Police Officer Vacancies ($1,351,801)• Reduce Grounds Maintenance Expenses ($12,000)

• GENERAL FUND TOTAL ($1,363,801)

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Decision PackagesService Enhancements

SPECIAL INVESTIGATIONS FUND-SOA

• Two (2) Dual Purpose Police Dogs $44,000• Rapid Deployment Vehicle $80,000

• SOA FUND TOTAL $124,000

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2012 Capital Budget

• E-1039 - Fleet Equipment Vehicle Replacement – $2,798,000– Replaces 100 vehicles. – No increase in fleet size.

• E-0110 – FRED / FRED-C Support– Forensic Recovery of Evidence Device– $133,095

• $98,905 Police• $34,190 District Attorney• Funded by LEA funds.

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2012 Capital Budget

• F-0457 – Animal Control– $129,000– Repair kennel areas– Funded by LEA– Remaining balance in project - $43,000

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DOJ - LEA OPERATING BUDGET

• Banking Fees $ 1,465• Tracking Equipment - Gangs $ 2,655• 30 Patrol Rifles $ 30,000• Digital X-Ray for M.E. $ 30,000• Cell Phone Service $ 120,000• Training $ 175,000• Contribution to Capital Project $ 262,095• Fuel $1,000,000TOTAL $1,621,215

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DOJ - TREASURY OPERATING BUDGET

• Banking Fees $ 758• GSAC Forensic Exams $ 95,000• 50 X-2 Tasers $ 78,050• Lasers $ 40,425• Replacement CBRNE, Riot $ 50,000

TOTAL $ 264,233

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Summary

• Total Budget increased 8.42%

• General Fund Budget increased 14.91%– Personal Services – increased 2.46%– General Operating Expenses – increased 1.31%– Contributions – increased 442.78%

• 41% increase in cost-sharing from General Fund to LEA-Treasury & SOA Funds.

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Summary

• Deferred 37% of recommended vehicle replacements

• No sworn manpower increase. Maintain minimum 25 vacancies

• Employee retention issues must be addressed.

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QUESTIONS?